Today, the most pressing issue for most companies is to develop managers who have to work in the new delayered, horizontal, network organizations meet their complex, multi-dimensional strategic priorities. This is where most companies face the greatest difficulties. The reason lies in the historic "Russian doll management model", in which managers at every level will play a similar role and have similar responsibilities, but different size and scope. Basic premise that there is a general management roles at present is enhanced by many companies currently working on the new fad identifying set of desired personal competencies as an anchor for their initiatives in the area of ​​development. This article challenges this Russian doll management model argue that managers at different levels play a very different role and add value in fundamentally different ways. Based on field research in twenty large corporations, the authors define the role of the front-line, senior and top management in the new organizational form, and how companies can develop new managerial competence. "Hide
by Christopher A. Bartlett, Sumantra Ghoshal Source: California Management Review 26 pages. Publication date: 01 Oct 1997. Prod. #: CMR093-PDF-ENG
Related Case Solutions & Analyses:
Clear Complete and Concise: Avoiding the Seven Deadly Sins of Analytic Writing
Talisman Energy Inc.: The Decision to Enter Iraq
The Opportunities Brought to You by Distress
Information Resource Management at Hydro-Quebec
Agnellis and the Fiat Group: The Story of a Family Empire (A)
Haiers U.S. Refrigerator Strategy 2005
From Silicon Island to Biopolis of Asia: Innovation Policy and Shifting Competitive Strategy in Singapore
Adams Capital Management: March 2002
Rise and Decline of Labor-Management Cooperation: Lessons from Health Care in the Twin Cities
Employee Involvement & Engagement
